Unit x Organizational Change & Development

8/9/2019 Unit x Organizational Change & Development

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BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.

ORGANIZATIONAL CHANGE

& DEVELOPMENT

UNIT X

BY-PROF.RASHMI GUPTA


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NOTHING IS PERMANENT IN THIS WORLD BUT

change


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WHAT IS CHANGE?

To survive, organizations must train their managers &

work force to cope with new demands,new problems and

new challenges.

Planned change reflects

Change in goals & operating philosophy to improve the

ability of the organization to adapt to the changes in the

environment.

Involves new policy implementation to change

employee behavior.

Change can be either a) planned or b)routine.


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ORGANISATIONAL CHANGE

Organizational change is the process by which organizations

move from their present state to some desired future state to

improve their effectiveness. Characteristically change is-

Vital

Process not an event

Fast and is likely to increase further

Directive or participative

N

atural or adaptive Interdependent on organizational environment


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Types of Organizational Change

Anticipatory changes: planned changes based onexpected situations.

Reactive changes: changes made in response to

unexpected situations.

Incremental changes: subsystem adjustmentsrequired to keep the organization on course.

Strategic changes: altering the overall shape ordirection of the organization.


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LEVELS OF CHANGE

Individual level change

Group level change

Organizational level change


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FACTORS LEADING TO CHANGE.

Economic

factors

competition

Nature of workForce.

technology


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Forces ForForces ForChangeChange

WorkforceWorkforce

CompetitionCompetition

WorldWorld

PoliticsPolitics TechnologyTechnology

SocialSocialTrendsTrends

EconomicEconomicShocksShocks

Forces of Change


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External Forces Internal Forces

Competition Laws and

regulations

Strategy modifications

New technologies New equipmentLabor market shifts New processes

Business cycles Workforce composition

Social change Job restructuring

Compensation and benefits

Labor surpluses and shortages

Employee attitude

Forces of Change


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THE CHANGE PROCESS

Becoming aware of the pressure for change

Recognizing the need for change

Diagnosing the problem

Planning the change

Implementing the change

Following upon the change


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SOURCES OF RESISTANCE TO

CHANGE


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Why Do Employees

Resist Change?

Surprise

Unannounced significant changes threaten employees sense ofbalance in the workplace.

Inertia

Employees have a desire to maintain a safe, secure, andpredictable status quo.

Misunderstanding and lack of skills

Without introductory or remedial training, change may beperceived negatively.

Poor Timing Other events can conspire to create resentment about a

particular change.


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Why Do Employees Resist Change? (contd)

Emotional Side Effects

Forced acceptance of change can create a sense ofpowerlessness, anger, and passive resistance to change.

Lack of Trust

Promises of improvement mean nothing if employees do nottrust management.

Fear of Failure

Employees are intimidated by change and doubt their abilities tomeet new challenges.

Personality Conflicts Managers who are disliked by their managers are poor conduits

for change.


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Threat to Job Status/Security

Employees worry that any change may threaten their

job or security.

Breakup of Work Group Changes can tear apart established on-the-job social

relationships.

Competing Commitments

Change can disrupt employees in their pursuit ofother goals.

Why Do Employees Resist Change? (contd)


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Education and Communication

Show those effected the logic behind the change

Participation

Participation in the decision process lessens resistance

Building Support and Commitment

Counseling, therapy, or new-skills training

Implementing Change Fairly

Be consistent and procedurally fair

Manipulation and Cooptation

Spinning the message to gain cooperation Selecting people who accept change

Hire people who enjoy change in the first place

Coercion

Direct threats and force

TACTICS FOR OVERCOMING RESISTANCE TO CHANGE


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LEWINS FORCEFIELD THEORY OF

CHANGE

Unfreezing

Change efforts to overcome the pressures of both

individual resistance and group conformity

Unfreeze Move Refreeze


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Movement

A change process that transform s the organisation from

the status quo to a desired end state.

Refreezing

Stabilizing a change intervention by balancing driving and

restraining forces


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Driving Forces

Forces that direct behavior away from the status

quo

Restraining Forces

Forces that hinder movement from the existing

equilibrium

Lewin: Unfreezing the Status Quo


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Dominos Effect

The Domino Effect is a chain reaction that

occurs when a small change causes a similar

change nearby, which then will cause another

similar change and so on in a linear sequence. It typically refers to a linked sequence of events

where the time between successive events is

relatively small.


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ORGANIZATIONAL DEVELOPMENT

Organizational Development (OD)

A collection of planned interventions, built on

humanistic-democratic values, that seeks to

improve organizational effectiveness and employee

well-being

OD Values

Respect for people

Trust and support

Power equalization

Confrontation

Participation


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Characteristics of OD

Planned change

Comprehensive change

Emphasis upon work group

Long range change

Participation of change agent

Emphasis on intervention.

Collaborative environment

Action research.


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PRE-REQUISITE FOR OD

Participation of work team, including the formal leader.

An open, educational philosophy about the theory of OD

Development of internal OD resources and facultativeskills

Effective management of the OD process andstabilization of changes

Monitoring the process and measuring of results

Involvement of personal and industrial relations

Initial top level involvement The introduction of OD into the system as behavioral

science consultant


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6 OD TECHNIQUES

1. Sensitivity Training

Training groups (T-groups) that seek to change behavior through

unstructured group interaction

Provides increased awareness of others and self

Increases empathy with others, listening skills, openness, and

tolerance for others

2. Survey FeedbackApproach

The use of questionnaires to identify discrepancies among member

perceptions; discussion follows and remedies are suggested

3. Process Consultation (PC)

A consultant gives a client insights into what is going on around the

client, within the client, and between the client and other people;

identifies processes that need improvement.


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4. Team Building

High interaction among team members to increase trust and openness

5. Intergroup Development

OD efforts to change the attitudes, stereotypes, and perceptions that

groups have of each other

6. Appreciative Inquiry

Seeks to identify the unique qualities and special strengths of anorganization, which can then be built on to improve performance

Discovery: Recalling the strengths of the organization

Dreaming: Speculation on the future of the organization

Design: Finding a common vision

Destiny: Deciding how to fulfill the dream

6 OD TECHNIQUES


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THANKYOU!!!!

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Unit x Organizational Change & Development